Membangun Budaya Organisasi Berbasis Religius

Husni, Muhammad; Puadi, Hairul

doi:10.33650/al-tanzim.v2i1.251

Cited by 5 publications

(7 citation statements)

References 1 publication

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“…Changing the mindset by using the heart can form a permanent mindset from negative to positive (Husni and Puadi, 2018). Because with a change in mindset with the heart will be perfect in carrying out the tasks and functions given.…”

Section: Creating a Work Culture Of Religious-based Education Organiz...mentioning

confidence: 99%

“…As long as educational organizations operate, work culture should not stagnate when managing and implementing educational programs (Husni and Puadi, 2018). A flexible and innovative work culture encourages morale and improves the smooth running of academic and non-academic service activities as well as the educational production process.…”

Section: A Introductionmentioning

confidence: 99%

“…The work culture of educational organizations is a magnet and an energy generator that works wholeheartedly, harmonious working relationships, effective communication with colleagues, smooth coordination and careful work (Layaman and Jumalia, 2018). A work culture that is created and sustained by a religiously based action plan movement can ensure that the educational apparatus is active, creative and productive (Husni and Puadi, 2018). A created work culture and an implemented action plan can create satisfaction among users of educational services.…”

Section: A Introductionmentioning

confidence: 99%

“…A work culture is created and a continuous action plan movement that is carried out by adhering to the entirety of the values of nafsani so that the work culture does not stagnate. The values of nafsani are used as guidelines and decision-makers for educational organizations in performing the duties and functions of the educational apparatus (Husni and Puadi, 2018). Religious work culture always presents the elements of nafsani as philosophical values that become the nature, habits, strengths and motivation of work, which are reflected in the attitudes and behavior of the work culture of educational organizations (Efi Tri Astuti, 2019).…”

Section: A Introductionmentioning

confidence: 99%

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Creation and Movement of Action Plain For The Work Culture of Religious-Based Educational Organizations

Herman

Juliana

Hasan

2022

e. i. j. pend. islm.

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This article describes the creation and movement of action plans for the work culture of religious-based educational organizations. The working culture of religious educational organizations is determined by the elements heart (qalbu), mind (aql) and passion. Heart (qalbu) controls the quality of academic and non-academic services supported by emotional intelligence, spirituality, and noble personality. Mind (aql) controls the quality of graduate results as educational production supported by intellectual, humanitarian, argumentative and rational intelligence. Passion controls the potential for good and bad quality of service results and educational products supported by mind (aql) and heart (qalbu). This study uses a qualitative library research method with a phenomenological approach in analyzing the factual conditions of educational organizations. The data analysis technique is by reviewing various relevant literatures with the focus of the problem being discussed. The results showed that the work culture of religious educational organizations was built up and further developed by creating a work culture by changing the way of thinking of working with the heart (qalbu), the perception of working with mind and heart (qalbu) and shaping work behavior to preventive, corrective and curative way. Then make an action plan movement on work culture by accelerating internalization of the values of work culture, working all day and all the time, effectively communicating, smoothly coordinating between areas and organizational units, and meticulous in monitoring and evaluating.

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Section: Creating a Work Culture Of Religious-based Education Organiz...mentioning

confidence: 99%

Section: A Introductionmentioning

confidence: 99%

Section: A Introductionmentioning

confidence: 99%

Section: A Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Creation and Movement of Action Plain For The Work Culture of Religious-Based Educational Organizations

Herman

Juliana

Hasan

2022

e. i. j. pend. islm.

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“…Sosialisasi nilai budaya, organisasi memerlukan mekanisme tersendiri untuk mempertahankan agar budaya yang berkembang dalam organisasi itu tetap terus hidup. 43 Kegiatan harian yang dilakukan seperti membaca Al-Quran bersama sebelum dimulainya pelajaran. Biasanya setiap sepuluh menit sebelum belajar dimulai ada tadarus Bersama yang dipimpin oleh ketua kelas dan guru.…”

Section: Pelaksanaan (Do) Mutuunclassified

Manajemen Mutu Berbasis Religi di SD Mutiara Parahyangan Bandung

Sahidin

2020

MANAGERIA J. Manaj. Pend. Islam

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This study discusses about religious-based quality management in Mutiara Parahyangan Elementary School, Bandung. Many cases of child mischief encourage schools to improve the quality of education through religious activities that can change the character of students. This study uses a descriptive qualitative approach. The data were collected through documentation, interviews, and observations. The results of the study show that the religious-based quality management concept is based on a commitment to improving the quality of education based on universal Islamic values. It is manifested in several activities are as follows, (1) The quality planning of vision, mission, and yearly semiannual programs, (2) The quality implementation in the form of religious activities that support religious practice in schools through routine, weekly, and monthly activities. (3) The quality evaluation is conducted periodically. (4) The quality control is carried out as a follow-up from the evaluation results to improve the quality. All of these activities always lead to the quality management principle of continuous improvement.

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The Building a Religious Work Culture in Improving Employee Performance Quality

Herman

Juliana

Hasan

et al. 2022

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This article is aimed to analyze the building a religious work culture in improving the quality of employee performance. Building a religious work culture based on the values of Islamic teachings in managing educational resources. This study used a qualitative approach with a phenomenological type in understanding the meaning behind the phenomena that occur when building a religious culture in improving the quality of employee performance. The collecting data through observation, interviews, and study of the report documents of madrasa administration activities. Meanwhile, data processing techniques were carried out in stages starting from the data collection stage, data reduction, data presentation and up to the stage of drawing conclusions from the results of the study. The results showed that the leadership of the education unit has guided and nurtured employees with full sincerity in improving their performance. The duties and responsibilities entrusted to him have been carried out in accordance with his mandate, except in terms of the courage to work and innovate which still needs to be improved. Then the attitude of istiqamah to uphold religious law and government regulations has been consistent in improving the quality of its performance. This study implies that building a religious work culture can guarantee the quality of employee performance in providing academic administrative services to students as customers (consumers) of education. Keywords: Religious Work Culture, Employee Performance Quality, Education Personnel

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Membangun Budaya Organisasi Berbasis Religius

Cited by 5 publications

References 1 publication

Creation and Movement of Action Plain For The Work Culture of Religious-Based Educational Organizations

Creation and Movement of Action Plain For The Work Culture of Religious-Based Educational Organizations

Manajemen Mutu Berbasis Religi di SD Mutiara Parahyangan Bandung

The Building a Religious Work Culture in Improving Employee Performance Quality

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